The purpose of the current study was to examine the effects of cultural intelligence (CQ) and conflict management styles on a person's cross-cultural adjustment in an Asian context. A total of 260 international students completed the paper-based questionnaires in Taiwan. We utilized multiple hierarchical regression to analyze the data and thereby to test the effects of CQ on cross-cultural adjustment as well as the moderating effects of conflict management styles on the relationship between CQ and cross-cultural adjustment. The results showed that CQ had a positive relationship with both general adjustment and interaction adjustment after controlling for age, length of residence in the local country, previous overseas experience, English language ability, and Chinese language ability. Moreover, we found that an active conflict management style negatively moderated the relationships between CQ and general adjustment and between CQ and interaction adjustment, while an agreeable conflict management style only positively moderated the relationship of CQ and general adjustment. Ultimately, we were able to demonstrate the importance of CQ and conflict management styles in understanding the links that are related to cross-cultural adjustment. We also provided several practical implications for firms and for individuals in order to improve their cross-cultural effectiveness.
Purpose – The purpose of this paper is to explore the relationship among emotional intelligence (EI), perceived transformational leadership (TFL) and work performance. Design/methodology/approach – Data were collected from a military-based research and development institution. In all, 202 copies of questionnaires were returned, resulting a 67.3 percent return rate. Confirmatory factor analysis was used to test this theoretical model. Findings – The data indicated that EI had a positive relationship with work performance; meanwhile, perceived leader’s TFL positively moderated the relationship between subordinate’s EI and work performance. Research limitations/implications – First, this study increased the understanding of the relationship of EI and work performance in a non-western culture context and therefore confirming the benefit of EI on a positive work psychology. Also, the findings helped the researchers to understand how situational factors, such as leadership, interact with individual factors, such as EI, to produce a positive impact on work output. Originality/value – Unlike previous studies connecting leaders’ EI with their leadership behaviors and subsequent effect on work outcomes, the present study looked into the moderating role of leader’s TFL on the relationship between subordinate’s EI and work performance.
PurposeThis study aimed to examine the effects of curiosity on expatriates' innovative work behaviour and job satisfaction in a cross-cultural setting, with the sequential mediating effects of cultural intelligence (CQ) and knowledge-sharing behaviour.Design/methodology/approachData were collected by distributing an online survey to 465 Taiwanese expatriates living and working abroad. Structural equation modelling was used to test the hypotheses via AMOS v.22.FindingsThe results indicate that curiosity is an antecedent of an individual's CQ and both CQ and knowledge-sharing behaviour are sequential mediators in the relationships between curiosity and innovative work behaviour and between curiosity and job satisfaction.Originality/valueThe study expands the existing body of research to analyse personal traits as meaningful factors that enhance CQ and the mechanisms of CQ and knowledge sharing behaviour in the relationship between curiosity and innovative work behaviour and between curiosity and job satisfaction. It offers novel empirical evidence for the important role of curiosity, CQ and knowledge-sharing behaviour in enhancing an individual's innovative work behaviour and job satisfaction in a cross-cultural setting.
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